Marketing in today’s fast-paced retail landscape has become more complex than ever. Channels are proliferating and customers engage with brands through many different avenues, from search marketing to mobile devices, e-mail, brick-and-mortar stores, catalogs, and social networks. Adding to the array of challenges for marketers, initiatives are sometimes separate from one another and managed by a variety of vendors, making it more difficult to obtain a single view of each customer. At the same time, many retailers face shrinking marketing budgets and the need for smarter ways to maximize returns. Click here to read more…
The need was to develop a repeatable and sustainable process to improve and measure customer satisfaction. There was a lack of coherence and visibility in initiatives taken by various divisions to improve customer service. Customer information and cost of service was not readily available for decision-making. Overall, there was a need to create a customer centric, cross-functional process orientation for the organization. Click here to read more…
Broken River Mountain Resort is an eco-resort offering accommodation and organised tours with activities such as 4WD excursions and bird watching walks. Operating since 1984, its secluded location in the mountains of Eungella National Park has provided some natural challenges for the resort which could only be solved with alternative and eco friendly initiatives. Current owners Chris Ayre and Denis Murray took over the roken River Mountain Resort from its original owners in 2003 and with this, they also acquired the challenge of operating a resort that is neither connected to the local water system nor to the local sewerage. Learn more about Broken River Mountain Resort
This Case Study profiles a range of initiatives undertaken by Alcoa, a large global resources and manufacturing company, to promote stronger communities. A range of strategies and policies has been introduced by Alcoa recognising that a business organisation plays a part in developing prosperous and sustainable communities. Click here to read more…
Repsol’s environmental projects worldwide are run in keeping with its vision to create value, as much for shareholders and employees as for the stakeholders in the communities where they operate. Repsol “understands that its main function in society is to satisfy energy needs in those countries where it operates and to do so in an efficient, sustainable and safe manner.” The energy market is highly competitive and Repsol’s initiatives and programs enable it to keep its license to operate, innovate and grow. Click here to read more…
The Airlie Beach Hotel first opened in 1968 as a beachside holiday pub for nearby Proserpine residents and local cane farmers and is now owned and operated as a private family business. In recent years the family has embarked on an expansion and redevelopment program that has included the completion of three new stages of development. The renovation has provided the opportunity for sustainable measures to be incorporated in the design of the hotel, resulting in a dramatic decrease in energy use.
Initiatives so far include replacement of energy inefficient fridges as well as installation of a key tag system and water saving shower heads and taps. The hotel is constantly seeking to raise awareness among visitors and new staff members of their commitment to sustainable practices and their responsibility to the environment. View more on Airlie Beach Hotel
Over the past several years U.S. EPA’s Office of Reinvention has been involved in a number of “regulatory responsiveness” initiatives. These include the Common Sense Initiative, Project XL, and Pollution Prevention in Permitting Program (P4). In working with a variety of businesses in the context of these initiatives, certain project participants noted that corporate manufacturing strategies and initiatives often produced substantial resource productivity enhancements.
At the same time, the responsiveness and continuous improvement aspects of these strategies were driving on-going modifications to operating equipment and operating parameters that could be subject to new environmental permitting and/or modifications to existing permits. This meant that desired changes could be subject to regulatory bottlenecks (in terms of time, uncertainty, and administrative costs) that could constrain responsiveness, continuous improvement, and, ultimately resource productivity gains. Click here to read more…
In 2006, plaintiffs in a derivative class action against the directors of The Boeing Company (“Boeing”), led by their counsel Labaton Sucharow, achieved a landmark settlement establishing unique and far-reaching corporate governance standards relating to ethics compliance, provisions that will also obligate Boeing to contribute significant funds over and above base compliance spending to implement the various prescribed initiatives.
In particular, Boeing’s Board of Directors will expressly undertake, through amendment of Boeing’s Corporate Governance Principles, reasonable oversight and monitoring responsibility for the implementation of Boeing’s ethics and compliance program and the effectiveness of those processes on an annual basis. The Audit Committee Charter also will be amended, including to provide for the Audit Committee to undertake responsibility for reporting no less than annually to the Board with respect to the implementation and effectiveness of Boeing’s ethics and compliance program. Click here to read more…
Case Table of Contents
The Banco Central do Brasil’s Cost System
Development of the Cost System
The Banco Central do Brasil’s cost model
Cost system development phases
Resource survey and analysis
Activity survey and analysis
The Banco Central do Brasil (BCB), when exercising the effort to implement a cost system, is in harmony with the growing trend to increasingly disseminate, within the domestic public sector, the managerial principles of efficacy, efficiency, economicity and assessment of results.
Any motivating idea to implement a cost system in the government shall be in consonance with the following basic dimensions regarding supply of public services:
• Planning – The setting of strategies, a time when the goals of the service to be rendered are defined;
• Budget – A crucial step, since this is when all activities and projects are ranked according to different variables and identifying magnitudes of the service, using the same analytical units that later will yield the cost and information gathering system used in management control;
• Management – This is the phase where one detects the importance of administration vis-à-vis the specification of goals and where there should be a clear division between the political. Click here to read more…
Diagnostic Hybrids Inc. (DHI) was founded in 1983 by biomedical entrepreneur Wilfred Konneker to commercialize the molecular biology research being developed at his alma mater, Ohio University. Soon after, David Scholl, also a graduate of Ohio University and a post-doctoral research scientist, joined DHI to lead research and product development and ultimately run the company. DHI’s revenues took off as demand increased for its diagnostic cell culture and virus detection kit systems. By 2003, DHI was growing 40% per year, with revenues reaching $20 million in 2004.
Challenges: In 2004, the company’s rapid growth earned DHI a place on the Inc. 500 list of the fastest-growing privately held businesses in North America. DHI was expanding its R&D group, identifying partners to license new products and technologies, and launching key initiatives. The management team sought equity capital to strengthen its balance sheet for managing this growth, but also wanted a partner that would support the company’s expansion and growing relationships within the local community, as well as with Ohio University and the state of Ohio. For more information click here